Oleksandra Voloshchuk, 42 years

Today, I am a co-owner of MRIYA Education , an extracurricular education center for children in Kyiv, and at the same time someone who thinks in terms of systems: what exactly we are building, why, what resources we have, and how we measure results. My foundation is a master’s degree in international relations, which I earned on a state-funded place at the Institute of International Relations of Taras Shevchenko National University of Kyiv. Then came a 20-year career in employment: I worked at major FMCG and IT companies in Ukraine and abroad, and that experience taught me how to build a brand, manage projects, and develop communications. Moving to Baku in 2013 radically broadened my understanding of myself: I saw how foreign markets work, how quickly you have to adapt, and how your inner sense of stability changes when you are not “at home.” After returning to Ukraine, I worked in IT, including at Huawei Ukraine, and when the war began, I immersed myself in charitable projects supporting women whose military loved ones had been killed or gone missing. At a certain point, I felt I wanted to work in a more positive field—one that helps restore mental well-being, where there is a future, growth, and tangible results.

How did the business idea come about?

I joined an existing business as a co-owner about 10 months ago, motivated by a desire to help my own children grow. My older daughter really wanted to express herself at large-scale events—to sing, dance, and take the stage—but traditional clubs and school performances did not offer her the support and environment she needed. At the center we came to, I saw something different: a space where children are valued, where they are surrounded by people who encourage them, and where they can begin to answer the first big question: “Who am I?” Later, my son joined the center too—he started strength training and earned his first karate belt. When the founder, Lana Tigrana, invited me to join as a partner, I agreed because I realized this was not just “more after-school clubs.” It is a model that shapes children’s identity through action—not merely “having a musical instrument,” but knowing how to play it; not watching someone else succeed on a phone, but stepping onto your own stage and sharing your talent with an audience.

What key skills helped you launch the business?

• Project management, marketing, and communications. A project-based approach helps me turn desires into a roadmap: from “where we are” to “where we’re going,” with clear stages and accountability.
• Marketing is the ability to communicate value and generate demand without distorting reality.
• Communications are the tool that keeps partners, the team, and clients connected, and supports interaction with regulatory and administrative bodies.

What 3 most difficult challenges did you tackle in the first years?

The first—and still the most tangible—is an external challenge: power outages and the disruptions they cause. The second is something that genuinely worries me as a person: some children lack motivation and dreams, and cannot articulate what they want or why they should make an effort. The third is the challenge of working with young people on the coaching staff: even with a “work for yourself” model and commission-based incentives, it is difficult to keep young people disciplined, committed for the long term, and accountable.

What crises has your business faced, and how did you overcome them?

I wouldn’t call them “major crises” in the classic corporate sense—the business is small. But during the war, operational instability became a crisis for us: prolonged power outages, heating problems, and a sharp increase in the cost of all utilities and business services. We have already installed a third power supply system because the previous ones could not withstand long periods of outages: we have to transport equipment, charge it in other districts, and rearrange schedules. This is not “crisis management theory”; it is the daily logistics of survival, consuming time, money, and energy.

14 stars who have already taken the big stage

Which decisions proved most effective for the company’s growth?

Since I joined, the most effective decision for growth has been combining extracurricular education with school through a partnership. We launched a collaboration with the private Educator Lyceum, opened a location at the school, and created a successful synergy: children can attend classes in a familiar environment, while we benefit from a steadier flow of clients. A dimension of growth that matters to me in particular is not just financial; it is also measured by what children achieve. We have “raised” 14 stars who have already performed on a big stage and received their first diplomas, awards, and medals.

I don’t talk about myself much—and that needs to change

What mistake do you now consider your most valuable experience?

My most valuable mistake is that I don’t talk about myself enough, and I need to talk more.

A Ukrainian dress shop and a director role in Baku

A million I associate with children returning to Ukraine